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This study addresses the challenges and opportunities that small European states face when weighing their defence industrial policy options. The article builds on a technology–based small state industry governance model by adding a defence industry–specific layer. This model is used to analyse how defence industries of small states could contribute to the European Union common defence industrial policy, and how the latter could likewise be beneficial to small member states. The paper discusses defence industrial policy challenges and opportunities both from the wider European Union and small state perspective. Global and regional geopolitical trends are explored among other specific topics, as are aspects of regional and domestic governance like the market structure, procurement, and R&D. The article concludes that small European states could both win and lose with the establishment of a common defence market, depending on the market design. Ideally, it should be combined with the simultaneous creation of an EU defence industrial policy that enables smaller, and especially less developed, member states to maintain and advance their own industries, preferably participating within the value chains of defence industries of the larger countries.

This deliverable presents the TOOP pilot participants' perception of the key barriers and drivers for the cross-border implementation of the once-only principle (OOP), which were studied on the basis of a literature review, survey, focus group interviews and workshops. In regards to legal challenges, key concerns for cross-border OOP implementation include meeting the requirements of lawfulness and compliance, legal value and validity of data exchanged, privacy, data protection and protecting confidentiality. Key technical barriers are found around technical and semantic interoperability. The study also identified that reluctance to change existing systems may act as a barrier; it is therefore expected that the architecture for cross-border OOP is compatible with existing national solutions. Organisational and political barriers relate to organisational inertia, low political prioritisation of the OOP, multiple stakeholders and interests, limited resources, organisational interoperability and different pricing policies. Last but not least, demonstrating the benefits for businesses and public administrations is perceived very important.

One of the key obstacles on the way to a full-edged European digital single market is the administrative burden imposed on com- panies conducting business activities across country borders. The once-only principle (OOP) states that any standard information that one public administration has already collected should be shared with other public administrations, within or outside the country. The European-wide adoption of the once-only principle is seen as a promising way to relieve businesses from the burden of submitting the same data to dierent public administrations multiple times, as it would enable EU Member States to share and reuse the data that another state has already collected. However, the cross-border implementation of the OOP is hindered by a number of barriers and challenges. This paper presents the rst results of an analysis of the barriers and drivers associated with the OOP, conducted as part of a large-scale European initiative involving 50 organizations in 21 countries. Our ndings point to the prevalence of legal, interoper- ability and resource-related concerns among the perceived barriers. The study also shows the importance of political will, evidence of benets, and demand from end users as drivers of OOP.

Part 2: Critical Reflections ; International audience ; Estonia has acquired the reputation of a successful e-voting country, and perhaps justifiably so. It was the first country in the world to enable remote online voting in nationwide elections in 2005 and the share of e-voters has been on a rise ever since, now reaching one-third of all voters. Against this backdrop of a seemingly flourishing e-democracy, we set out to ask if the country's success in e-voting also implies its success in e-democracy in a broader sense. In a qualitative case study, we compare Estonia's experience in e-voting with the implementation and outcomes of three e-participation projects to demonstrate that considerable discrepancies exist between the take-up and perceived success of e-voting vis-à-vis other e-democracy instruments. In light of these findings the paper further discusses the factors that are likely to account for these differences and highlights the need to look beyond the success of online voting for a holistic evaluation of the state of e-democracy in a given country.

Estonia has acquired the reputation of a successful e-voting country, and perhaps justifiably so. It was the first country in the world to enable remote online voting in nationwide elections in 2005 and the share of e-voters has been on a rise ever since, now reaching one-third of all voters. Against this backdrop of a seemingly flourishing e-democracy, we set out to ask if the country's success in e-voting also implies its success in e-democracy in a broader sense. In a qualitative case study, we compare Estonia's experience in e-voting with the implementation and outcomes of three e-participation projects to demonstrate that considerable discrepancies exist between the take-up and perceived success of e-voting vis-à-vis other e-democracy instruments. In light of these findings the paper further discusses the factors that are likely to account for these differences and highlights the need to look beyond the success of online voting for a holistic evaluation of the state of e-democracy in a given country.

This chapter aims to demonstrate and understand how open government data can generate public value by allowing any actor to co-create an open government data-driven public service. The chapter takes a holistic approach to understanding open government data-driven co-creation and follows a content-context-process approach for the framework development. The framework proposes a public service co-creation cycle based around the ideas of agile and lean development that should lead to increased usage of open government data. The co-creation cycle is made up of four parts: co-initiation, co-design, co-implementation, and coevaluation. To test the propositions put forth by the framework, a multi-case study was conducted on five different pilot projects that aimed to use open government data in the co-creation of new public services. The pilots were conducted at different levels of government and across different public domains. The results of the study seem to support the propositions outlined by the framework, though it also emerged that the pilots that engaged in co-implementation had higher levels of user engagement and satisfaction with the service; this warrants future empirical research

Digital image alterations (morphing) of identity document photos is a major concern, and may potentially allow citizens with malicious intent to enroll for identity document(s) later in order to be used by another individual. Taking the photo in the application office —live enrollment —can address this issue. However, this is a break with tradition and entails a sizeable overhaul in the public sector, which can be reluctant to change and often lacks the necessary formal methods that ensure a smooth transition. The objective of this paper is to map the main barriers and drivers related to live enrollment based on theoretical research and interviews conducted with high-ranking officers at passport authorities in Estonia, Kosovo, Norway, and Sweden. These countries have successfully switched to live enrollment. The main motivation for live enrollment has been increased security; for Estonia, user convenience was important and was behind the decision of keeping alternative application processes for the citizens. The absence of legacy systems makes it easier to implement public sector innovations, such as live enrollment. Behind the successful implementation is proper risk management: covering technological, political, and organizational risks. Finally, the research results indicate varying experiences, obstacles, cultural differences, and trade-offs, while emphasizing the need to understand barriers and drivers in a contextualized way.

Résumé L'Estonie est souvent considérée comme un chef de file mondial en matière de gouvernement numérique. Cependant, du point de vue de la politique qu'elle mène en matière de « données gouvernementales ouvertes » (open government data), l'Estonie apparaît dans les enquêtes internationales loin derrière de nombreux autres pays. Cet article examine de plus près cette apparente contradiction d'un État qui demeure à la traîne dans le domaine de l'ouverture des données publiques alors même qu'il est considéré comme en pointe en matière de gouvernement électronique. Le cas de l'Estonie y est étudié en s'appuyant sur une recherche documentaire, des données d'enquêtes ainsi que des entretiens semi-directifs. L'article arrive à la conclusion que certaines des solutions d'e-government qui, par le passé, ont constitué les piliers du succès du gouvernement numérique estonien sont aujourd'hui devenues des obstacles à l'élaboration et à la mise en œuvre d'une politique en matière de données ouvertes. Cependant, celle-ci commence à se dessiner grâce à l'émergence d'acteurs de la société civile qui en constituent le vecteur de développement.

Large amounts of Open Government Data (OGD) have become available and co-created public services have started to emerge, but there is only limited empirical material available on co-created OGD-driven public services. To address this shortcoming and explore the concept of co-created OGD-driven public services the authors conducted an exploratory case study. The case study explored Chicago's use of OGD in the co-creation of a predictive analytics model that forecasts critical safety violations at food serving establishments. The results of this exploratory work allowed for new insights to be gained on co-created OGD-driven public services and led to the identification of six factors that seem to play a key role in allowing for a OGD-driven public service to be co-created. The results of the initial work also provide valuable new information that can be used to aid in the development and improvement of the authors' conceptual model for understanding co-created OGD-driven public service.

Part 2: Open Data, Linked Data, and Semantic Web ; International audience ; It is believed that co-creation may lead to public service quality improvements, the provision and creation of new and innovative services, and bring public service providers closer to their service users. There has been an increased interest and focus on how new technological innovations are enabling and facilitating co-creation; one such digital innovation is open government data (OGD). This paper examines a relatively new concept, that of co-created OGD-driven public services and aims to understand how the availability and exploitation of OGD to co-create new public services allows service users to become collaborators rather than customers of public service providers. An exploratory case study is conducted on a pilot project within Estonia where a new public service has been co-created through the exploitation of OGD. The initial results show that in order for an OGD-driven public service to be effectively co-created, a new understanding of the role of stakeholders is needed.

Digital image alterations (morphing) of identity document photos is a major concern, and may potentially allow citizens with malicious intent to enroll for identity document(s) later in order to be used by another individual. Taking the photo in the application office —live enrollment —can address this issue. However, this is a break with tradition and entails a sizeable overhaul in the public sector, which can be reluctant to change and often lacks the necessary formal methods that ensure a smooth transition. The objective of this paper is to map the main barriers and drivers related to live enrollment based on theoretical research and interviews conducted with high-ranking officers at passport authorities in Estonia, Kosovo, Norway, and Sweden. These countries have successfully switched to live enrollment. The main motivation for live enrollment has been increased security; for Estonia, user convenience was important and was behind the decision of keeping alternative application processes for the citizens. The absence of legacy systems makes it easier to implement public sector innovations, such as live enrollment. Behind the successful implementation is proper risk management: covering technological, political, and organizational risks. Finally, the research results indicate varying experiences, obstacles, cultural differences, and trade-offs, while emphasizing the need to understand barriers and drivers in a contextualized way.

Large amounts of Open Government Data (OGD) have become available and co-created public services have started to emerge, but there is only limited empirical material available on co-created OGD driven public services. To address this shortcoming and explore the concept of co-created OGD-driven public services the authors conducted an exploratory case study. The case study explored Chicago's use of OGD in the co-creation of a predictive analytics model that forecasts critical safety violations at food serving establishments. The results of this exploratory work allowed for new insights to be gained on cocreated OGD-driven public services and led to the identification of six factors that seem to play a key role in allowing for a OGD-driven public service to be cocreated. The results of the initial work also provide valuable new information that can be used to aid in the development and improvement of the authors' conceptual model for understanding co-created OGD driven public service.